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Preliminary study on human resource management mode based on JIT thought of production management introduction JIT technology in production management is also an effective way to develop human resources and build a new human resource management mode. The application of JIT thought to the field of human resource management is based on the fact that the object of the former is things, and the object of the latter is people. The essence of the former lies in the maximum durability reduction test: the repeated pressing test can be carried out according to the preset pressure conditions to reduce waste, improve the efficiency of resource utilization, and meet the changing resource needs of enterprises; The application of JIT technology in production management to the field of human resource management is conditional and restricted by the internal and external environment; The application of JIT technology to human resource management mode requires methods. Including the formulation of scientific enterprise human resource planning, the establishment of a perfect talent information base, etc. This paper will first introduce the composition of the JIT mode of human resources management, and then analyze the implementation process of the JIT mode of human resources in combination with the data system of large state-owned enterprises, showing the advantages of the JIT mode of human resources until one batch of samples is completed, exposing its shortcomings, and giving reference to other enterprises

2 composition of JIT human resource management mode

the JIT mode of human resource management has two meanings: the enterprise can get the required personnel immediately to avoid affecting the work; Enterprises cannot have temporarily unnecessary personnel, and there can be no idle waste of personnel. JIT human resource management can be divided into three parts, namely, JIT human resource source management, JIT human resource process management, and JIT human resource exit management. Source management is how to effectively obtain human resources. To ensure that the acquisition of human resources can meet the changing talent needs of enterprises, it is necessary to make a systematic plan for the source of human resources, including internal training and external development. It is not enough to only be a good person to obtain the management of channels, and scientific allocation is also the key, so we should pay attention to JIT human resources process management, Make a detailed analysis of the work position, do a good job in personnel planning and career development planning, establish a complete talent information base, formulate a detailed training plan, and constantly improve the ability and performance evaluation system of enterprise employees, so as to ensure the implementation of JIT human resource management mode. Enterprise human resources has its specific "metabolism" law. The last step of JIT human resources management mode is to do a good job in the exit management of enterprise human resources, which is like that there is an outlet under the large pool of enterprise human resources. When the water in the pool is too full and does not flow for a long time, it must be drained through the outlet, so as to inject fresh external water, which creates conditions for JIT human resources source management and process management. Of course, both drainage and water injection need to grasp the opportunity, which depends on the accurate prediction of talent supply and demand by the human resources department

3 JIT human resource management theory in ×× In recent years, with the complexity of the living environment of telecom operators and the increasing importance of the role of enterprise human resources, telecom enterprises began to reform the traditional personnel management. In order to establish a new human resource management system and strengthen the reform, telecom enterprises began to learn foreign JIT human resource management methods to adapt to the new situation and new changes

3.1 overall career development plan of telecom enterprise employees

(1) post and career development channel setting

the company divides posts into management posts, professional posts and auxiliary posts according to business characteristics. In order to promote the growth of management talents and professionals of the company, the career development channel of employees is set as a double channel Y-shaped structure. Two channels are management channel and professional channel; The Y-shaped structure takes a position level as the node, which is divided into management channel and professional channel above the node, and merged into professional channel below the node. Management posts are set for management channels and professional posts are set for professional channels. Management and professional posts are set at ten levels, ranging from one post to ten posts, with a minimum of ten posts and a maximum of one post. The starting point and apex of the post level of the management channel are determined by the organization level

the scope of management positions includes the chief accountant and general manager assistant of the provincial company. Professional posts are mainly composed of four sequences: market operation and network operation, which are applicable to market network operation line, service control line and R & D institutions. The detailed position division determines the object for JIT human resources real-time management and provides the basis for personnel deployment

(2) employee career development path

the company advocates that employees flow in parallel between different channels. The versatile training method is an important condition for employees to fill job vacancies in time, flexibly transfer and hold higher-level positions. The career development of employees in the same channel includes three forms: promotion level by level, rotation between positions, and adjustment to subordinate positions. The career development of employees in the channels mainly includes three forms: promotion level by level, cross channel peer conversion, and cross channel adjustment to subordinate positions. The adjustment methods are mainly assessment, competitive employment and Organization selection. At the same time, strict working conditions have been established for management and professional channel posts. On the premise of establishing a dynamic post management mechanism, the company will regularly organize the dynamic adjustment of posts to provide employees with a career development platform that can be promoted or demoted and suitable for their posts

3.2 the ability evaluation system of the company's employees

makes an objective evaluation of the ability and performance of the company's employees, which is a necessary condition for the deployment of JIT human resources. According to the job requirements and enterprise characteristics, the evaluation indicators are divided into five categories: business technology, implementation work plan and organization, teamwork, and expression and communication skills. The evaluation is mainly composed of superior evaluation, peer evaluation and subordinate evaluation to ensure the objectivity and scientificity of personnel evaluation. The evaluation results are the main basis for personnel work adjustment

3.3 overall plan for internal training of employees of the company

enterprise training is an important part of JIT human resource source management. Enterprises must formulate targeted training plans based on the results of job analysis and employee performance appraisal to meet the knowledge capital needs of the normal operation of enterprises. The training plan of telecommunication enterprises mainly consists of the name of the training course, the training object, the training objective, the main content of the training, the planned arrangement time, etc. According to the characteristics of enterprises and employees at different levels, the training is mainly divided into general training, professional training, marketing service center management ability improvement plan, etc. Through the systematic planning of enterprise training, different training methods are adopted according to different employees, so as to form a talent echelon at different levels, store reserve talents for the enterprise, and form a good source of talents

3.4 the enterprise employee exit mechanism

mainly includes two parts: retired personnel and off-duty personnel. Retired personnel must be under the contract system of Chinatelecom. The dismissal condition is that the annual performance assessment for three consecutive years fails to meet the standard. The conditions for retirement are within five years from the legal retirement age and more than ten years of continuous work in the enterprise. The salary of employees who normally handle internal retirement procedures consists of post salary, annual merit allowance and living allowance. Employees who fail to compete for posts and are in a state of off post will be given various allowances according to relevant regulations, including 15% of the salary subsidies of the original contract employees. At the same time, employees who have retired internally shall not return to work, and internal retired employees shall be managed by a special retirement management department. The mature enterprise employee exit mechanism has properly solved the aftermath problems, maintained the stability of enterprise management activities and business operation, and eliminated the unstable factors of the enterprise. At the same time, it has optimized the human resource structure of the enterprise by timely eliminating unsuitable personnel and introducing new employees

3.5 the effect of implementing JIT human resource management mode in telecom enterprises

JIT human resource management mode has enabled telecom enterprises to establish a new human resource management system. Through the formulation of scientific training plans, training channels have been widely opened, and the hematopoietic function of enterprises has been strengthened. At the same time, we have established an evaluation and employment system that focuses on examination, takes into account performance, and breaks the emphasis on qualifications and academic qualifications. In terms of evaluation, an evaluation system guided by labor market and by means of performance evaluation has been established. In terms of rewards and punishments, establish a scientific system of rewards and punishments. In terms of promotion, it has opened up three runways of management, technology and marketing, implemented parallel promotion and cross promotion, and formed an incentive mechanism that can be promoted or demoted, promoted or demoted

from the data universal experimental machine digital display meter, whether it is used in hydraulic or electronic experimental machines. ×× Since the implementation of JIT human resource management mode, the City Telecom has achieved remarkable results. Under the encouragement of this mode, employees take the initiative to add value to their own quality. At the end of 2009, the number of graduate students accounted for 0.31%, the number of undergraduate students accounted for 18.28%, the number of junior college students accounted for 18.28%, and the number of people with other degrees accounted for 48.44%, all of which were significantly improved from the beginning of the year; The training of reserve personnel has also achieved certain results. By the end of 2009, 11 team leaders have been sent to companies in all counties; Labor productivity rose steadily, with a year-on-year increase of 38% in 2009 over 2007, reaching 166000 yuan. Employees have also benefited from the development benefits of the enterprise, and the per capita income has increased steadily; In terms of post structure, the proportion of personnel in front-line production posts is 87.5%, that in management posts is 8%, and that in support posts is 4.6%. The gradual optimization of the structure solves the needs of business services and effectively enhances the income generating capacity of the enterprise. JIT human resource management mode can well reflect the green channel of the promotion route created by the enterprise for employees, and then the training program is designed, which has formed a benign competitive atmosphere of self appreciation in the enterprise and mobilized the enthusiasm of employees

3.6 the main defects of JIT human resource management mode in telecom enterprises

first of all, employee evaluation indicators are mostly qualitative indicators, which do not get rid of the misunderstanding of traditional personnel evaluation. Subjective randomness is large, which cannot scientifically reflect the actual ability of employees. It directly affects the objectivity of enterprise training plan and the accuracy of enterprise staff work adjustment. In view of this situation, it is necessary to determine the KPI of key performance indicators derived from the decomposition of the company's strategic objectives, combine quantitative indicators with qualitative indicators, and fully describe the key factors in different aspects of employees' job responsibilities and performance. At the same time, the indicators should be constantly revised with the changes of the company's strategy, so as to provide an objective basis for evaluating employees' performance and realize the quantification and fairness of employee assessment

4 conclusion

China's current talent market has not really reached the level of international integration, and some conditions for implementing the JIT mode of human resource management are not fully mature. For example, the flow of talents is not very smooth, the vocational education system is not perfect, the coverage of social security is limited, and China's economic development has its own characteristics, which determines me

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